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The nature of the advert will depend on the following: Who the target audience is - potential managing director, supervisor, operatives, etc. Where the advert will be placed - on the window of the shop, newspapers, at the local job centre, etc. Job adverts therefore take many forms, according to current requirements. Good advertisements contain at least the following: Job title. This should form the main heading, possibly in bold print. Job description. This should highlight the major requirements of the job in a concise format.
There should be a brief description of the environment in which the organisation operates. Location. Applicants need to know the location of the organisation and the location of the job. Salary expectations. Figures are not always necessary, but an indication of the salary level should always be given. Address and contact. This should appear, with a telephone number of appropriate. Qualifications. Certain jobs require a minimum entrance qualification, which should be clearly stated.
5 (893)
“ Thank you so much for accepting my assignment the night before it was due. I look forward to working with you moving forward ”
Experience.
This should be considered, as it will have a bearing on the expected salary level for the job. Fringe benefits. The advertiser may wish to mention a company car, a health insurance scheme and so on. Organisational identity. This may be in the form of a logo or simply the name of the organisation. The presentation of the advertisement is very important as it gives prospective employees a first impression of the organisation. Shown below is the responsibilities the human resources department in Boots have. The sources of this information was from the Boots website (www.
boots-plc. com).
"A business will only thrive when it builds on the skills and retains the commitment of the people who work within it. It's a key part of our corporate responsibility to achieve this by the way we reward our employees, develop and train them, and earn their trust. Our focus on wellbeing should be reflected in our management style as well as our customer offer. " Having been among the first companies to champion family friendly practices, we continue to seek ways of enabling our people to achieve work-life balance. It's important that people feel they have a stake in the success of the business.
In 2001, 66,000 employees received free shares under our 'Employee Share Scheme'. A further 20,000 will become eligible this year. Organisational change inevitably creates uncertainty and can have painful consequences in some parts of the business. We're helping people to deal with those consequences through timely and honest communication, training where appropriate of employee representatives, and access to independent advice. At a time of significant organisational change it's all the more important for our people to understand our business and vision for the future.
During the year, everyone in the retail business - more than 52,000 people - underwent an innovative programme that explored, in small groups, the issues, opportunities and challenges that the company faces. This gave employees a shared experience and helped them to gain a better understanding of our markets, competitors and customers. Running a more integrated business can mean that very different sets of skills are required. For example, the manager of a Boots store that now offers Dentalcare and Hearingcare needs to understand as much about delivering professional services as about maximising sales intensity.
Training in new skills is being built into development programmes throughout the organisation. Increased investment in customer service training, which's been successfully trialled in our new core format stores, will be extended to all stores this year. A change in store management structure has given greater opportunity for our people to influence what happens at local level. All our top 220 managers have completed an intensive leadership assessment programme and are working through individual development plans with the help of one-to-one coaching.
We're now looking at the development needs of the next level of managers. We're committed to encouraging everyone to contribute in an environment where they feel respected and valued. We constantly monitor the make-up of our workforce in terms of ethnic origin, gender, age and disability. We've been running a series of briefings which help people acknowledge and value the many ways in which we're different. These sessions communicate what harassment and discrimination actually mean, how to recognise them when a colleague is being affected, and how to take action. Task 2 (E2, C1, A1)
For this task, I will show an interpretation and use of internal staffing information and external labour market information to plan resources within the business. To achieve C1, I will show an interpretation of relevant labour market information and that you can compare your interpretation with how the business has used labour market information. To achieve A1, I will show an analysis of how relevant labour market trends relate to the ongoing human resource planning of the business. Internal supply Statistics and information are collected on employees already within Boots.
This will cover the following main areas:
Techniques for forecasting internal employee supply:
Boots by using two simple methods:
It is possible to calculate the number of staff leaving Boots as a percentage of those who could have left: Number of staff leaving in time period .
Wastage rate = Average number of staff employed in time period * 100 Such information is used to predict likely turnover in the future, to see if there is a need to examine in detail the reasons for the high turnover and to find out if there is need to recruit new staff to replace those leaving. Labour stability rate This provides an indication of the tendency for employees with long service to remain with Boots, thus linking the leaving rate with the length of service. Number of staff leaving with More than 1 year's service Stability = . * 100 Index Number employed 1 year ago
Knowing about the existing labour force enables Boots to make the most of the skills and potential already within the organisation. The external labour market The external labour market for Boots is made up of potential employees, locally, regionally and nationally, whom have the skills and experience required at a particular time. There are a range of factors that affect the size and nature of these labour markets. The national labour market There are number of factors to take into consideration when examining the supply of labour in the national market. Trends in the size/characteristics of the working population
Changes in the age distribution of the UK population will affect the human resource planning of Boots. The UK has an ageing population, with fewer school leavers and young workers available for employment. This means that Boots may need to look to other sectors of the population to meet their requirements. Competition for labour Where the demand for people with specific skills is high, there will be competition between competitors to attract people with those skills. Boots employers are continually seeking to offer attractive work packages to ICT graduates in order to attract the best recruits away from rivals.
Government legislation can affect the labour market in a number of ways to Boots. The government provides incentives to organisations to employ and train people. Where such incentives are available, they will reduce the cost of labour and therefore have implications for human resource planning. Local employment For Boots the state of the local labour market is a significant as what is happening notionally or regionally. Boots find out about the supply of labour in the location they are operating. They also find out the current and future trends.
These sorts of statistics are essential to Boots in understanding the local supply conditions. Further information is provided by the local employment offices and job centres, which hold details of unemployment figures for their particular areas. Boots will also want know about local wage rates and income levels to attract the right sort of employees. Local employment trends Local unemployment levels give an indication of the general availability of labour and suggest whether it will be easy or difficult to recruit. It is also important to find out more about which organisations in that area who have been laying off workers.
A study of local employment trends will give an idea of whether demand for certain types of work is rising or falling. Where demand increases this will lead to shortages and also a rise in wages. Availability of labour The amount of labour in a particular area depends on the number of people available for work. The availability of labour will depend on such factors as the age distribution of the local population, attitudes to women working and the extent to which young people stay on at school, college or go onto higher education. Sickness and accident rates Boots keep a record of the following: Notified absences.
When employees are going to be absent from work. Absences due to sickness. Employees will need to produce a doctors note so that they are entitles to sickness benefits. Unauthorised absences. When employees simply do not turn up for work, without telling anyone. Such detailed analysis enables Boots to keep an eye on where problems lie with an individual, with a particular section of workers or with the organisation as a whole. Breaking down the statistics further highlights whether the problem lies with sickness or with unauthorised absences. And by keeping these records a number of years, it is possible to establish trends.
Maximising sales intensity. (2020, Jun 02). Retrieved from https://studymoose.com/maximising-sales-intensity-7059-new-essay
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